Glossary and Decision Repository

DECISION creates an effective decision management environment in an organization by implementing the following processes:

  • Corporate Decision Knowledge Base – Builds a highly structured knowledge base out of the vast formal and informal knowledge that exists in the organization.
  • Streamline Decision Policy Changes – Transforms the "day to day" management of potential change into decisions and its implementation in the operation system. The process provides powerful tools to the business analysts in the organization, including an advanced collaborative working environment – all in the framework of a powerful workflow and life-cycle management platform.

Following is a description of each of the fundamental BDMS processes performed by the DECISION :

  • Corporate Decision Knowledge Base
  • Streamline the Decision Processes – Workflow and Lifecycle Management

Corporate Decision Knowledge Base

In this process, the two data entities (Glossary and Decision Repository) are created from what exists in the operational knowledge of the enterprise. This process is essential, since DECISION is rarely deployed in a "greenfield" situation; rather, it is usually deployed in a "living and breathing" environment, with existing representation of the organization's business facts (to be normalized and imported into the glossary) and business rules (to be normalized and imported into the decision repository).

Typically, knowledge in the organization exists in the following sources:

  • SME expert knowledge –typically semi-structured knowledge.
  • Documents of various formats – Word, Excel and others; typically unstructured knowledge.
  • Knowledge which exists in systems and databases – e.g. operational systems; typically structured knowledge, but not formalized and not re-used optimally.

Corporate Decision Knowledge Base is a process which has prime importance for the life of an organization. The process itself is composed of both automatic and facilitated parts (with tools which support this process and its outcome, for optimal efficiency and results).

A set of guiding steps and principles which take knowledge and formalize it into simple decisions, using fact types and glossaries and based on rule families, are all part of the

DECISION model:

sapiens3

Unstructured information from employees can only be gathered manually, and requires SMEs (Subject Matter Experts), who map knowledge from employees into semi structured documents. Semi-structured and structured information can be gathered by automatic import adaptors, which recognize certain key terms (such as fact types) find the right terminology and store it in a structured way in the Glossary or the Decision Repository. The import adaptor gets more "intelligent" as the process progresses, as it possesses both selflearning and strong natural language capabilities. The import adaptor generates synonyms for "fact types" that it identifies. In doing so, the automatic adaptors can detect more and more fact types as the process progresses, and point and link more unstructured and semistructured information to each other and to the Glossary and Decision Repository.

Streamline the Decision Processes . Workflow and Lifecycle Management

After the organization's knowledge base is founded, most of the organizatio's work is composed of changes which are triggered by an external event. We call the event (in its captured form) a BCD . Business Change Document. However, Document can refer to any information captured by any means.

Typically, the flow starts with a request for change provided in a single atomic unit of work - a BCD. The request is entered into the system and waits for initial analysis. It is analyzed by the request analyzer (see description below), which automatically identifies which fact types are referred to in the document, and which decision logic needs to be adapted:

sapiens4 workflow

The next process is that of the Task Manager – the request "owner" assigns different parts of the request to different task owners so that they can create the adapted rule structures

necessary for each part of the change request. This is done with the help of the innovative patented (pending) whiteboard collaboration manager (see description below), which

enables collaborative work on one change document with several components - each needing specific attention to determine the changes and rule structures. Afterwards, the

changes are implemented and the new decision structure goes through the following stages:

  • Implementation
  • Simulation
  • Review
  • Approval
  • Deployment – includes delivering the new version of the decision logic to the operational systems through integrated interfaces.

One of the main advantages of the way DECISION creates and manages the decision process is the clear beginning and end to every BCD; the organization is able to know the exact status of a BCD – i.e. where it is in the process, and when it has been completed. This replaces much of the chaos and ambiguity in the life of the organization with transparency and accuracy.